PRINCE2 PRINCE2-Agile-Foundation - PRINCE2 Agile Foundation (Version 2) Exam

Artificial Intelligence (AI) in PRINCE2 Agile is recognized as a tool that can assist in reducing uncertainty and ambiguity by providing data-driven insights, predictive analytics, and automation of routine tasks. This support helps teams better understand changing environments and respond faster, thereby addressing complexity associated with change initiatives.

While AI can add complexity if misused, PRINCE2 Agile focuses on its beneficial role in supporting decision-making and reducing unknowns rather than complicating governance or communication.

Kanban uses a flow-based approach to visualize and control work in progress (WIP). It emphasizes limiting WIP to improve flow and reduce bottlenecks, with continuous monitoring via Kanban boards. This approach supports flexibility, transparency, and efficiency in managing tasks.

The Agilometer (A) measures agility, Lean (B) is a broad philosophy focusing on waste reduction, and Scrum (D) is an iterative framework but uses time-boxed sprints rather than flow-based control.

Personas in PRINCE2 Agile serve as fictional, archetypal users representing the needs, behaviors, and goals of real users. In the business case practice, personas are used to identify and articulate specific user benefits. This ensures the project focuses on delivering value that meets the actual needs of different user groups.

By understanding personas, teams can tailor product features and prioritize requirements that provide meaningful benefits, thereby strengthening the business case and increasing stakeholder buy-in. Personas help clarify who will use the product, what problems they face, and how the solution delivers value.

Personas go beyond demographic grouping (A); they are detailed profiles including motivations and pain points. They do not relate directly to timelines (B) or product version differentiation (D).

Using personas aligns with agile principles of customer focus and continuous stakeholder engagement embedded in PRINCE2 Agile.

When transitioning from project delivery into business as usual (BAU), establishing regular feedback loops is crucial to ensure continual improvement. Feedback loops enable ongoing monitoring, learning, and adaptation of both products and processes post-transition. They provide mechanisms for capturing user experiences, operational issues, and evolving requirements that inform future iterations and enhancements.

Feedback loops can take many forms, such as user surveys, retrospectives, operational reviews, or service desk reports. Their regularity and structure ensure that BAU teams remain aligned with customer needs and organizational goals while adapting to changes effectively. This approach fosters a culture of continuous learning and agility even after the formal project has closed.

Providing access to Kanban or team boards (A) supports transparency and workflow management but is more tactical and internal to teams rather than a strategic approach to continuous improvement across BAU. Agreeing on SLAs (C) and KPIs (D) define performance and service targets but do not inherently drive feedback or improvement cycles without mechanisms for learning and response.

PRINCE2 Agile highlights the importance of feedback loops as part of the ‘progress’ and ‘quality’ practices extended into BAU to sustain value delivery.